Read the following case study and then answer the questions that follow. Employee Staffing at Surance Brokers Wanting more out of life and despondent with his employer, Thabo decided to go out on his own as an insurance broker. He registered a company in the name of Surance Brokers. He started off operating from home and enjoyed the autonomy of being able to make his own decisions and manage himself. He was fortunate that at least 80% of his original clients decided to remain with him, but also found himself spending much time visiting new potential clients. His customer base soon grew, and Thabo prided himself in the personal service he provided. He kept up to date with the market, familiarising himself with the various product options, and ensured that he was able to provide a good service. For about five years he was able to cope, but his customer base was growing to the extent that he struggled to find time to deal with clients' queries and to process basic administration. As a result, Thabo then found that his business began to decline as clients left him, complaining that he was never available. He especially struggled to reply to clients' queries, and on a few occasions forgot to submit claim forms on their behalf. One day, he met up with an ex-colleague, Sarika, and pointed out to her that although the business was out there, he was not coping. He said that he felt he had done a good job in getting the business off the ground, and had invested a lot of energy and time into perfecting the service he offered. He told her that he found himself doing a wide variety of tasks as a result of the increased business volume, to the extent that he was no longer efficient. He also felt confused and overwhelmed.Sarika asked if he had considered employing someone to assist him. He said that he had, but did not know who or how. He also felt that employing someone was too bureaucratic from a legal point of view and, in any case, if he took on an employee, he would not be able to fire him/her. Sarika suggested that she buy into the business. She then bought a 50% share and became a partner. A year later, business had picked up and Sarika suggested that they no longer work from home, but rent an office and hire an administrative assistant. After much persuasion, Thabo agreed, and an advertisement went into the local newspaper advertising for a female between the ages of 35 and 50 who had good administrative skills. In return, they offered a challenging job and a competitive salary. Potential applicants were to phone Thabo. His rationale was that he could first screen them over the phone. When the phone rang, he would speak in Afrikaans to the candidates. Applicants who were unable to speak Afrikaans were told that the position had already been filled. Those who spoke Afrikaans were asked their age, about their marital status and questioned on their administrative experience. Those who were married were asked if they planned to have any children. Those he felt were possibly suitable for the post were told to submit a CV by the end of the week. Once they had all the CVs, Thabo and Sarika sat down and started screening the applicants. They both read the CVs and listed those whom they felt had a chance. They compared their lists and identified three names common to both lists. Thabo then contacted each person and asked them to come for an interview. The interviews were very short, averaging 10 minutes, with both Thabo and Sarika asking the candidate whatever question came to mind. At the end of the three interviews, Sarika noted that she did not like the appearance of the first candidate and the voice of the third. Thabo agreed, and they decided to offer the position to the second candidate, Ayanda, who, when told of the competitive salary (R20,000 a month), immediately decided to accept the position.In the meantime, Sarika and Thabo rented a small office. A week after they had moved in, Ayanda, the administrative assistant started. Sarika met her, showed her to her desk, and instructed her on how to manage calls and the office. Her work area consisted of a desk with a telephone and an outdated computer. She was also told to make tea for Thabo at 10 am if he was in, and coffee for Sarika - with a drop of milk but no sugar. Tea, coffee and supplies were in one drawer and the kettle stood on a table in one comer. The telephone rang constantly, with clients asking questions mostly about their accounts or about claims they wanted to submit or had submitted. Ayanda had to transfer calls to either Thabo or Sarika, depending on who was available. Thabo was out with clients most of the time and often phoned Ayanda for basic information on clients' files. Thabo often found Ayanda to be abrupt and a few clients had also mentioned this to him. He was also worried about clients complaining that Ayanda could not answer their questions, and had noticed that she could often not find files immediately. Occasionally, Ayanda was asked to type a letter. Most of the time, though, she would take typing home to complete in the evening, as the office computer continually gave an error message and had to be rebooted. She found this frustrating and although she mentioned it to both Thabo and Sarika, nothing was done about it. One day, while chatting to Sarika, Thabo mentioned his dissatisfaction with Ayanda's performance and said that he would sort it out. He decided to inform her of his dissatisfaction and to monitor her performance more closely, pointing out any problems. He also bought a poster with the caption 'Productivity and customer service is business', and put it up on the wall in front of Ayanda's desk.For her part, Ayanda had problems with the business as well. She would arrive home in a foul mood and complain to her husband about her job. She said that nobody had ever told her what was expected of her, nor did anyone ever tell her how she was doing. Also, she felt that all her effort was in vain and that the job was not giving her what she really wanted. She noted that there was no recognition and that nobody even knew what she wanted. Although the salary was good, the job itself was monotonous and boring, and any decision needed to be cleared first with either Thabo or Sarika, and she could not even respond to client queries. She also felt that her hours of work could be reduced by working only two Saturday mornings a month. She described Thabo as someone who was very demanding, whose sole concern was to get the work done, regardless of people's feelings. He had a hands-on approach, knowing exactly what he wanted without any concern for others. On a number of occasions, he had even reduced her to tears. Sarika, on the other hand, was more laid-back and uninvolved. She let Thabo worry about the work and the concerns of others, and was only really interested in what she was doing. She was rarely seen, tending to spend most of her time in her own office. After seven months, Ayanda had had enough and found herself another job. On the last day of the month, she informed Thabo that she would not be at work the next day. This came as a surprise to Thabo and Sarika, who were suddenly left in the lurch and found themselves having to place a job advertisement in the local newspaper again. (Adapted from: Amos, T., Pearse, N., Ristow, L. and Ristow, A. (2019) Human Resource Management. 5th Ed. Claremont: Juta and Company (Pty) Ltd.)Answer ALL the questions in this section. Question 1 (25 marks) Critically discuss Thabo and Sarika's approach to recruitment, and make recommendations for the improvement of recruitment at Surance Brokers. Question 2 (25 marks) Critically discuss Thabo and Sarika's approach to selection, and make recommendations for the improvement of selection at Surance Brokers. Question 3 (25 marks) Critically discuss the design of Ayanda's job of administrative assistant from the perspective of Hackman and Oldham's Job Characteristics Theory